Service excellence - Creating outstanding customer experiences through service excellence

This Technical Specification sets out guidance for the implementation of service excellence in order to create outstanding customer experiences, exceed customer expectations, and achieve customer delight. It does not focus on the provision of basic customer service which organizations should already have in place.
This document applies to all organizations delivering services such as commercial organizations, public services and not-for-profit organizations.

Service Excellence - Schaffung von herausragenden Customer Experiences durch Service Excellence

Diese Technische Spezifikation legt Empfehlungen für die Umsetzung von Service Excellence fest, um herausragende Kundenerlebnisse zu schaffen, Kundenerwartungen zu übertreffen und Kundenbegeisterung zu erzielen. Sie ist nicht auf die Erbringung eines grundlegenden Kundendienstes fokussiert, über den die Organisationen bereits verfügen sollten.
Dieses Dokument gilt für alle Organisationen, die Dienstleistungen anbieten, wie z. B. kommerzielle Orga-nisationen, öffentliche Dienstleister und gemeinnützige Organisationen.

Excellence de service - Créer une expérience client extraordinaire par l'excellence du service

Odličnost storitev - Ustvarjanje pomembnih odjemalskih izkušenj z odličnostjo storitev

Ta tehnična specifikacija opredeljuje navodila za implementacijo odličnosti storitev, s katerimi se zagotovi izjemne odjemalske izkušnje, preseže pričakovanja odjemalca in poskrbi za njegovo zadovoljstvo. Ne osredotoča se na zagotavljanje osnovnih odjemalskih storitev, ki bi morale biti v organizaciji že vzpostavljene.
Ta dokument se uporablja za vse organizacije, ki zagotavljajo storitve, kot so komercialne organizacije, javne službe in neprofitne organizacije.

General Information

Status
Published
Publication Date
07-Apr-2016
Technical Committee
Current Stage
6060 - National Implementation/Publication (Adopted Project)
Start Date
30-Mar-2016
Due Date
04-Jun-2016
Completion Date
08-Apr-2016

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SLOVENSKI STANDARD
SIST-TS CEN/TS 16880:2016
01-maj-2016
2GOLþQRVWVWRULWHY8VWYDUMDQMHSRPHPEQLKRGMHPDOVNLKL]NXãHQM]RGOLþQRVWMR
VWRULWHY
Service excellence - Creating outstanding customer experiences through service
excellence
Service Excellence - Schaffung von herausragenden Customer Experiences durch
Service Excellence
Ta slovenski standard je istoveten z: CEN/TS 16880:2015
ICS:
03.080.01 Storitve na splošno Services in general
03.100.99 Drugi standardi v zvezi z Other standards related to
organizacijo in vodenjem company organization and
podjetja management
03.120.99 Drugi standardi v zvezi s Other standards related to
kakovostjo quality
SIST-TS CEN/TS 16880:2016 en,fr,de

2003-01.Slovenski inštitut za standardizacijo. Razmnoževanje celote ali delov tega standarda ni dovoljeno.

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SIST-TS CEN/TS 16880:2016
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SIST-TS CEN/TS 16880:2016
CEN/TS 16880
TECHNICAL SPECIFICATION
SPÉCIFICATION TECHNIQUE
December 2015
TECHNISCHE SPEZIFIKATION
ICS 03.080.01; 03.100.99; 03.120.99
English Version
Service excellence - Creating outstanding customer
experiences through service excellence

Excellence de service - Exigences et lignes directrices Service Excellence - Schaffung von herausragenden

pour l'excellence de service en vue de créer Kundenerlebnissen durch Service Excellence

l'enchantement du client

This Technical Specification (CEN/TS) was approved by CEN on 7 October 2015 for provisional application.

The period of validity of this CEN/TS is limited initially to three years. After two years the members of CEN will be requested to

submit their comments, particularly on the question whether the CEN/TS can be converted into a European Standard.

CEN members are required to announce the existence of this CEN/TS in the same way as for an EN and to make the CEN/TS

available promptly at national level in an appropriate form. It is permissible to keep conflicting national standards in force (in

parallel to the CEN/TS) until the final decision about the possible conversion of the CEN/TS into an EN is reached.

CEN members are the national standards bodies of Austria, Belgium, Bulgaria, Croatia, Cyprus, Czech Republic, Denmark, Estonia,

Finland, Former Yugoslav Republic of Macedonia, France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania,

Luxembourg, Malta, Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey and

United Kingdom.
EUROPEAN COMMITTEE FOR STANDARDIZATION
COMITÉ EUROPÉEN DE NORMALISATION
EUROPÄISCHES KOMITEE FÜR NORMUNG
CEN-CENELEC Management Centre: Avenue Marnix 17, B-1000 Brussels

© 2015 CEN All rights of exploitation in any form and by any means reserved Ref. No. CEN/TS 16880:2015 E

worldwide for CEN national Members.
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Contents Page

European foreword ....................................................................................................................................................... 3

Introduction .................................................................................................................................................................... 4

1 Scope .................................................................................................................................................................... 6

2 Normative references .................................................................................................................................... 6

3 Terms and definitions ................................................................................................................................... 6

4 Relevance and benefits of service excellence ....................................................................................... 7

5 Principles of service excellence ................................................................................................................. 8

6 Service excellence model ............................................................................................................................. 9

7 Elements of the service excellence model ........................................................................................... 10

7.1 Designing and renewing outstanding customer experiences ...................................................... 10

7.2 Service excellence vision, mission and strategy ............................................................................... 12

7.3 Leadership and management commitment ........................................................................................ 13

7.4 Employee engagement ............................................................................................................................... 15

7.5 Service excellence culture ......................................................................................................................... 18

7.6 Understanding customer needs, expectations and desires .......................................................... 21

7.7 Service innovation management ............................................................................................................ 22

7.8 Managing customer experience related processes and organizational structure ............... 24

7.9 Monitoring service excellence activities and results ...................................................................... 26

Bibliography ................................................................................................................................................................. 29

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European foreword

This document (CEN/TS 16880:2015) has been prepared by Technical Committee CEN/TC 420 “Project

Committee - Service Excellence Systems”, the secretariat of which is held by DIN.

Attention is drawn to the possibility that some of the elements of this document may be the subject of

patent rights. CEN [and/or CENELEC] shall not be held responsible for identifying any or all such patent

rights.

According to the CEN-CENELEC Internal Regulations, the national standards organizations of the

following countries are bound to announce this Technical Specification: Austria, Belgium, Bulgaria,

Croatia, Cyprus, Czech Republic, Denmark, Estonia, Finland, Former Yugoslav Republic of Macedonia,

France, Germany, Greece, Hungary, Iceland, Ireland, Italy, Latvia, Lithuania, Luxembourg, Malta,

Netherlands, Norway, Poland, Portugal, Romania, Slovakia, Slovenia, Spain, Sweden, Switzerland,

Turkey and the United Kingdom.
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Introduction

The competitive world in which customer expectations and behaviour evolve has changed. Today,

globalization, new technologies, education, information, transparency and the increased choice of

products and services allow customers more freedom of choice. Every purchase and customer contact is

a moment of truth. Existing and prospective customers are influenced by the opinions of other

customers, for example by their reviews on the internet. These reviews can have a disproportionate

impact on an organization’s reputation and its success or failure.

Organizations often say they put the customer at the centre of their business. However, in competitive

markets it is essential to manage the whole organization around the customer and the experience

offered. Organizations who know and do this will flourish. It is no longer enough for organizations to

deliver the basic services and products expected by customers. To be successful and to stay ahead of

competitors, it is essential to delight customers by providing outstanding experiences. This is the

objective of service excellence.

This Technical Specification describes the principles, elements and sub-elements for creating

outstanding customer experiences. The basic foundations of implementing service excellence are the

two lower levels of the service excellence pyramid (see Figure 1). These are described in standards such

as EN ISO 9001 and ISO 10002. This document deals with the upper levels which are:

— individual service (Level 3);
— surprising service (Level 4).
Figure 1 — Service excellence pyramid
1) Adapted from DIN SPEC 77224.
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These two levels create an emotional connection with the customer and lead to customer delight. The

impact for the business is a strong brand image and attractiveness to new and existing customers as

well as competitive differentiation.

Individual service (Level 3) is perceived by customers as warm, genuine, personalized and tailor-made.

The customer experiences an emotional reaction by feeling valued.

Surprising service (Level 4) is tailor-made and leads to emotions of surprise and joy. It is delivered by

exceeding customer expectations. This can be achieved by delivering unexpected outstanding customer

experiences.
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1 Scope

This Technical Specification sets out guidance for the implementation of service excellence in order to

create outstanding customer experiences, exceed customer expectations and achieve customer delight.

It does not focus on the provision of basic customer service which organizations should already have in

place.

This document applies to all organizations delivering services, such as commercial organizations, public

services and not-for-profit organizations.
2 Normative references
None.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
3.1
co-creation
active involvement of stakeholders in service design, delivery and innovation
3.2
customer

person or organization that could or does receive a product or service intended for, or required by, the

person or organization
EXAMPLE Consumer, client, end-user, patient, beneficiary and purchaser.

Note 1 to entry: A customer can be internal or external to the organization. The output of each internal process

is the input for the next process. The next process is the internal customer of the preceding process.

3.3
customer delight

emotions of pleasure and surprise experienced by the customer derived from either an intense feeling

of being valued or by expectations being exceeded
3.4
customer experience

perception by a customer about their interaction with an organization, its products or services

Note 1 to entry: An interaction is related to a customer journey or the whole relationship with an organization,

its products or services.
3.5
customer journey

complete sum of experiences of a customer when engaging with an organization, its products or

services
3.6
employee engagement

extent to which employees feel enthusiastic about their job, are committed to the organization and put

discretionary effort into their work

Note 1 to entry: Engaged employees are motivated to go the extra mile for customers and the organization.

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3.7
satisfaction
perception of the degree to which expectations have been fulfilled
3.8
service
action of an organization to meet a demand or need
3.9
service excellence

capabilities of an organization to consistently deliver outstanding customer experiences

Note 1 to entry: Capabilities reflect the nine elements of the service excellence model and their interplay.

3.10
service excellence mission

general expression of what an organization is committed to do to achieve the service excellence vision

3.11
service excellence strategy

translation of the service excellence vision and mission into solid principles, objectives and actions in

order to realize the envisaged goals
3.12
service excellence vision

future aspiration of an organization that explains its existence and how it focuses on achieving service

excellence
4 Relevance and benefits of service excellence

Some of the greatest challenges today are the growing demands, needs and expectations of customers

and their reducing loyalty. As customer needs and expectations expand, organizations should

concentrate on optimizing the experience, using innovation at all touch-points in customer journeys.

Services should be continuously and consistently improved, in co-creation with the customer and all

other interested parties.

Service excellence describes a structured approach that enables the providing of outstanding customer

experiences by individual and surprising service resulting in delighted customers. Consequently,

service excellence leads to customer loyalty and improves business success. This cause and effect chain

is shown in Figure 2.
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Figure 2 — Service excellence effect chain

Service excellence is a continuous process and requires investment in people, infrastructure and

research. The organization can benefit from this investment in a number of ways, for example:

— competitive differentiation;
— higher growth of service excellence reputation;

— establishment and strengthening of long-term customer relationships (leading to a greater

propensity to remain, repurchase and recommend);

— cost-saving potential in the long term (e.g. lower failure costs, easier sale conversions and reduced

advertising expenses for acquiring new customers);

— an excellent employer image (leading to improved recruitment opportunities, higher levels of staff

engagement and improved employee retention);
— improved customer co-operation and engagement.
5 Principles of service excellence
The seven principles of service excellence are:
a) Managing the organization from outside-in

The organization should design the desired experience from the customer’s perspective. Once

designed, resources and processes should be aligned.
b) Customer intimacy

The organization should strive for a superior level of individual personalization and be focused on

the customer needs throughout. A strong relationship can be fuelled by continuous communication,

which should reflect the customer’s desired level of interaction.
c) People make the difference

The engagement of everyone in the organization, including partners, in achieving customer delight

is of key importance.
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d) Balanced attention to customers, employees and partners

Customers, employees and partners are important and the organization should give a balanced

focus of attention to them all.
e) Integrated approach in order to deliver outstanding customer experiences

The organization should work through customer journeys with an integrated cross-functional

approach.
f) Leveraging of technology

Appropriate technology should be used to create outstanding customer experiences, for both staff

and customers.
g) Create value for stakeholders

Delivering service excellence leads to additional sustainable value for stakeholders. Co-creation

with stakeholders should be used to create enhanced value. Value can be monetary as well as non-

monetary.
6 Service excellence model

The service excellence model (see Figure 3) contains nine elements which lead to outstanding customer

experiences and delight.
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Figure 3 — Service excellence model

The objective of customer delight is at the centre of the model and is surrounded by designing and

renewing outstanding customer experiences (7.1).

The additional eight elements (7.2 to 7.9) are equal with no sequence of implementation, and

organizations can start from various points. These elements are grouped into four dimensions:

strategic, cultural, innovation and operational.
7 Elements of the service excellence model
7.1 Designing and renewing outstanding customer experiences

To achieve customer delight, an organization should design, implement and manage the delivery of

outstanding customer experiences. This element is divided into four sub-elements:

a) Designing and documenting the customer experience

The targeted experiences should be designed from the customer perspective, including customer

needs, journeys and the emotional results for both customers and staff. The organization should

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document these customer experiences. The document should take into consideration the objective

of achieving levels 3 and 4 (see Figure 1).

The document should include measures of success which evaluate the delivery of the targeted

experiences.

The document should be reviewed on a regular basis to ensure changing customer expectations,

competitor activities and innovation trends are reflected.
Appropriate practices for implementation include, for example:

1) develop and use service blueprints: these are descriptions of customer journeys delivering the

targeted customer experience;
2) research emotions during customer journeys;

3) use the critical incident technique: research customers that have experienced specific incidents

to understand them and make an in-depth analysis;

4) define service attitudes aligned with brand values and translate it into employee behaviour and

requirements for customer journeys;

5) customers participating in workshops to develop customer journeys leading to the targeted

customer experience. This should be done in close cooperation with employees (experience

based co-design).
b) Setting organizational service standards and delivering the service promise

Each interaction in the customer journey is a moment of truth. In order to deliver the desired

customer experiences, the organization should set and maintain market leading internal standards

and regularly exceed its service promise. Organizational service standards should be formulated

from the customer’s perspective and in the customer’s language (outside-in).

The management should be responsible for the implementation of internal service standards at all

levels. Staff should fully understand the importance of these standards and be kept informed of

performance.
Appropriate practices for implementation include, for example:

1) communicate explicitly formulated service levels or even total satisfaction to customers. This

can be done with codes of conduct such as service guarantees, service or customer charters and

service pledges;
2) use internal service standards for all customer journeys.
c) Deployment of the customer experience concept throughout the organization

The customer experience concept should document requirements for deployment. In case of large

organizations and organizations with decentralized teams, it should be adaptable for local use

where teams will jointly construct it with their customers and relevant partners. The direct

involvement and co-operation of local teams and management in any deployment is an essential

lever. The implementation of the concept requires the use of all the other elements (7.2 to 7.9).

Appropriate practices for implementation include, for example:
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1) use creative brainstorming techniques and suggestion schemes;

2) implement continuous improvement programmes dedicated to developing attentiveness

towards the customer;
3) exchange best practices with other organizations.
d) Service recovery excellence

Helping customers with arising or existing problems and complaints in an individual and surprising

way is an important factor for creating outstanding experiences and customer delight. The

organization should design from the targeted customer experiences (7.1 a)) a service promise,

service concept and service standards for delivering outstanding experiences to customers with

problems and/or complaints. Teams in contact with the customer should have a sufficient level of

independence and autonomy to go the extra mile and to do whatever is necessary to delight

customers.
Appropriate practices for implementation include, for example:

1) define requirements of accessibility, ease and proactivity to deliver the targeted experiences;

2) organize forward resolution; the organization knows what problems customers are likely to

encounter and should proactively inform them to avoid such problems;

3) communicate specific service guarantees to customers on the service level of service recovery.

7.2 Service excellence vision, mission and strategy

The element of service excellence vision, mission and strategy frames and determines the

organization’s targeted customer experience. It translates the principles and the design of outstanding

customer experiences into all other elements of the service excellence model.

The service excellence vision, mission and strategy should be aligned to each other and to the

organization’s overall strategy. They should be created and reviewed by involving all stakeholders

including management, staff and customers. The vision, mission and strategy should be communicated

to and implemented by all parts of the organization to help create a service excellence culture and to

inform everyone about the decision making. This element is divided into three sub-elements:

a) Service excellence vision

The organization should have a service excellence vision which clearly states its aspiration to

consistently meet and exceed customers’ expectations and desires through exceptional service

delivery.

The vision should embrace the whole organization and be created with all relevant stakeholders.

b) Service excellence mission

The organization should have a mission which will enable the development of a service excellence

strategy that sets the goals and objectives to achieve the service excellence vision.

The organization should evaluate the proposed mission statements from a customer and a

feasibility point of view.
c) Service excellence strategy
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The organization should translate its service excellence vision and mission into a sound strategy

which is documented. This is an integral part of the organizational strategy and describes what the

organization will achieve and how it will realize these objectives

The strategy should be based on the seven principles and the other eight elements to achieve the

results described in Clause 4 and Figure 2. The strategy should be translated into actionable

objectives, goals, programmes and other measures. Responsibilities and how the organization plans

to implement these should be defined.

The strategy should be deployed to all parts of the organization and reviewed regularly.

Appropriate practices for implementation of the service excellence vision, mission and strategy

include, for example:

1) produce an inspiring vision document which is widely circulated and gains acceptance by all

stakeholders;

2) realize strategy workshops with all stakeholders in order to develop a service excellence

strategy;
3) set up customer advisory boards.
7.3 Leadership and management commitment

All managers, including board members, have a vital role in determining, implementing and sustaining

the service excellence strategy.

The philosophy and commitment of top management to create an environment which allows employees

to realize their full service potential is critical in order to achieve service excellence. Leadership should

focus on the development, growth and wellbeing of employees and the community within an

organization. The leader delegates responsibility, puts the needs of others first and helps people

develop and perform as much as possible. Employees can attain their full service potential through

factors such as empowerment, enthusiasm, organizational pride and engaged personal leadership.

This element is divided into four sub-elements:
a) Leadership

Managers, through strong leadership and leading by example, should create an environment in

which employees are able to deliver outstanding customer experiences.

Managers should consistently focus on the management of service excellence over a long period of

time. This involves creating a culture that supports employees to develop autonomy and

responsibility. Managers should support each employee to plan and organize their individual

development. This means that management should promote a way of working that allows for

mistakes to happen in order to enhance learning.

An important aspect is receiving feedback from customers as well as the rest of the organization to

enable employees to reflect on opportunities and risks.

Managers should support employees by providing regular feedback. To support this, managers

should actively listen to customers and act on their feedback. In addition, they should regularly

engage with employees to ensure that they see, hear, feel and understand what is happening

internally.
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Appropriate practices for implementation include, for example:

1) implement organizational development programmes for service excellence conceived and/or

delivered by a dedicated structure (e.g. service academies);
2) use mentoring programmes and coaching for service excellence;
3) organize 360 degree feedback involving also customers, peers and employees;
4) share and promote best practices.
b) Shared efforts, defined responsibilities and objectives

Leadership is fuelled by an organization functioning as a community, encouraging everyone to take

ownership in shared activities and results.

This should not be confused with shared responsibility, which does not lead to intrinsic motivation.

Management should deploy programmes that ensure the acknowledgement of all employees’

efforts as part of the result obtained. Translating the service excellence strategy (7.2 c)) into its

organizational objectives with a balanced top down/bottom up approach should be part of the

organization’s regular planning and control cycle.

The outcome of such a process is that each department, team and employee is able to link their own

objectives and individual actions with the service excellence strategy. All employees should be able

to regularly review their objectives and results.
Appropriate practices for implementation include, for example:

1) personal development programmes for all competencies and behaviours (e.g. training of

emotional and social competence);

2) the use of storytelling (e.g. recounting good or bad stories of service excellence).

c) Employee empowerment

Employees are expected to go the extra mile for customers in order to deliver outstanding and

tailor-made experiences. This means that employees should have the freedom to act.

In order to achieve this, management should encourage, support and enable employees to reach

their full potential by delegating authority and duties. To support ownership and responsibility,

management should encourage employees to input to the decision-making processes.

It is also crucial to provide the necessary resources, training and continuous feedback to employees

to support personal development. Managers should deal with conflicts in a constructive and fair

way.
Appropriate practices for implementation include, for example:
1) delegate resource authority/customer compensation (e.g. budget authority);
2) set up team building;
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3) enhance the acceptance of empowerment by integrating this aspect into the reward system of

managers;
4) training of management in dealing with empowerment measures.
d) Enthusiastic employees

To achieve customer delight, employees are one of the most important factors. Their satisfaction

and enthusiasm should be measured in a structured way. The organization should create an

environment of physical and emotional balance between work and leisure for every single

employee.

Employees can become enthusiastic by working on demanding tasks, by other outstanding job

characteristics or by the employer itself. Challenging and innovative work are two of the most

important requisites to encourage feelings of enthusiasm. Enthusiastic employees have a more

stable positive attitude towards the organization.
Appropriate practices for implementation include, for example:
1) integrate employee enthusiasm indicators in employee surveys;
2) organize workshops on emotional intelligence and employee enthusiasm.
7.4 Employee engagement

The organization should use human resource processes and tools to stimulate and maintain shared

values, beliefs and practices to create outstanding customer experiences at all levels and in all areas of

activity in the organization. Management should ensure employees are enthusiastic and motivated to

provide outstanding customer experiences and to delight their customers. Employees should have a

genui
...

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